Long Term Client Relationships

Transcription

1 Long Term Relationships Cindy Milrany Chief Financial Officer Chief Strategy Officer Freese and Nichols, Inc. Multi service engineering, architecture and environmental science firm 122 year history means experience, strength and stability 16 offices in Texas, North Carolina, Oklahoma, Georgia More than 600 experienced professionals, technical experts and support personnel Why Long Term s Matter The weaker the firm is at developing new business from existing client relationships, the lower the value of getting new clients. Managing the Professional Services Firm, David H. Maister Referrals Efficiency Year 1Year 2Year 3Year 4Year 5 Addt'l Work 1

2 Our Focused Culture Hedgehog Concept Be the very best at client service, resulting in long term mutually beneficial relationships Mission Innovative approaches... Practical results... Outstanding service Vision Be the firm of choice for clients and employees How We Achieve Our Focus Core Competencies Understanding client needs Being the technical experts Exhibiting ethical behavior Being a connector Being a trusted advisor Understandi ng Needs On going Input Panels Focuses on specific issues of importance to clients Includes executives and managers from key accounts FNI managers and staff invited to attend Executive Visits Visits from FNI senior leaders to client executives Focuses on understanding clients problems and concerns Results documented for future reference 2

3 Understandi ng Needs Annual Market Scans by Practice Leads Understanding each market s problems and concerns Input from TEP teams about legislation, regulations, services, technology Input from Account Directors and Reps about changing client problems and expectations What we learn about market expectations Projected growth in current and emerging services Demand for current and emerging technologies New services/technologies to watch in the future Understandi ng Needs Creating a vision for the client Gold Sheet for each account Vision statement and goals for client relationship Buy Sell Hierarchy Goal is Level 5 Contribute to Organizational Issues All client visits documented for future reference Representative Visits to Key Accounts Understandi ng Needs Feedback Satisfaction Surveys Surveys at mid point and end of project All projects surveyed About 50% return rate Goal is TopBoxFive Examples of what we have learned from clients More consistent project communications Formal project manager hand off process Greater emphasis on innovation and resilience 3

4 Being the Keeping Projects on Track Project Manager Portal PM Dashboards PM Processes Project News Project Status Project Actions Project Analytics 400 Engineer Workload Being the Tracking Resources Hours Jul 16 Aug 16 Sep 16 Oct 16 Nov 16 Dec 16 Schedule Actual Schedule WBNA Goal Hours 80% Goal 120% Goal 6, , , Group Utilization.00 Sep 16 Oct 16 Nov 16 Dec 16 Jan 17 Feb 17 Confirmed Tentative Capacity Being the Keeping the Up to Date One Page Report Automated Project updates Tasks and deliverables Upcoming submittals Additional issues 4

5 Being the Excellence Program Integrity and competency. One without the other doesn t do much. Monitor services, technology, regulations Create and improve processes Maintain TEP portal Input to market scans Being the Bringing Innovative Solutions to s I 2 Team Innovation Newsletter Innovation Award Making clients aware of our innovations Innovation Bridging the Gap: An Innovative Crossing for the Trinity River Being the Bringing Resilient Solutions to s Ethical and responsible stewardship of clients natural and man made resources anchor FNI s approach to projects Resilience Municipal Raw Water Production Facility 5

6 Being the Keeping s Informed Bringing s the Latest Developments seminars White papers Interactive online resources Conference presentations Association boards and committees Interactive Precipitation Forecast Map The First Thing We Ever Built Was a Reputation Exhibiting Ethical Behavior Recipient of the National 2008 American Business Ethics Award, by the Foundation for Financial Service Professionals Define Expectations Exhibiting Ethical Behavior First, We Emphasize It The first value in our guiding principles Employee code of conduct Train Employees Annual FNI ethics training for employees and clients Focus on ethics in employee orientation and leadership training Measure Perceptions Employee survey question about ethical behavior 6

7 Exhibiting Ethical Behavior Then, We Practice It Taking care of the client We fix the problem first, then address responsibility We always disclose any potential conflict of interest We avoid even the perception of questionable behavior We have zero tolerance for ethics violations by our employees or our contractors Bond Programs Being a Connector Assistance with Funding Sources Grants Grants Public/Private Partnerships Enterprise Fees Being a Connector Manage Assets Study the Problem Plan the Solution Life Cycle Solutions Oversee Construction Design the Solution 7

8 Being a Connector Integrated Solutions s Staff External Partners Multiple FNI Practices Being a Trusted Advisor Focus on the, Not the Project Unlike Freese and Nichols, most consulting firms haven t figured out that they must be a partner, not a vendor. Our goal is a level 5 relationship with our clients We understand that each project must contribute to the client s overall business needs We provide continuity of practice across generations We have laddered relationships with our clients Being a Trusted Advisor Helping s Improve Performance Baldrige Consulting with Our s City of Ft. Worth Process Improvement City of Irving Texas Quality Award Application City of Prosper Internal Baldrige Assessment NC Municipalities Departmental Strategic Planning Baldrige Presentations to Our Industry Texas Municipal League North Texas Commission Texas Society of Professional Engineers Society of American Military Engineers 8

9 Long Term Relationships Putting It All Together Seminars & White Papers High Quality Project Deliverables Rep Visits Seminars Executive Visits Innovative Solutions Help with Business Issues Input to Strategies Year 1 Year 2 Year 3 Year 4 Year 5 Base Profit Addt'l Work Efficiency Referrals Continuity of Relationships Long Term Relationships Our Retention % Key Accounts Retention 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Long Term Relationships Sat Surveys -Centered Marketing Hedgehog Concept Net Bookings Integrated Sales System Seminars New Internet Site Account Directors Integrated Sales Organization Innovation Team Rep Certification

10 Long Term Relationships Average Satisfaction Rating Thank You! 10